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Programme Start-Up

This section deals with the activities and decisions associated with starting a programme.  It involves confirming the business need and identifying the interests and needs of various stakeholder groups.

Programme Start Up is divided into two distinct stages; one to check whether the basic principles for the programme are sound, the second to confirm the programme's design and planned approach is valid.

Finally, the scope and the proposed investment is formally authorised to enable the governance arrangements to be implemented and the management of the programme to begin.



Confirm commitment to the programme

You are on step 1 of 13 steps.

Click for slide: Confirm commitment to the programme Click for slide: Confirm business need Click for slide: Appoint the SRO Click for slide: Produce the Programme Brief Click for slide: Check the potential for success: Click for slide: Carry out an OGC Gateway™ review Click for slide: Approval to proceed with programme definition Click for slide: Build on the programme's vision Click for slide: Design the appropriate organisation and people-related elements of the programme Click for slide: Develop the programme governance strategies and plans Click for slide: Design the project portfolio and constructing the programme plan Click for slide: Develop the programme's Business Case Click for slide: Formal approval to proceed and run the programme

What you need to do

The organisation must demonstrate its commitment to the business changes the programme will implement by appointing a programme sponsor or sponsoring group from one or more of its senior executives.

The sponsoring group includes responsibility for investment decision making; for cross-cutting programmes there may be investment contributions from a number of sources - all of which must be managed.

Points to consider

The business strategy should describe the business direction for the future (from the short to the long term) in terms of vision, strategic themes and a portfolio of planned changes to which every programme (& project) contributes.

The sponsoring group* should include those senior executives with a vested interest in the success of the programme. This includes both those who will reap the benefits and those who may have to divert resources from their own projects.

 

*Senior level sponsorship of the programme providing the investment decision and top-level endorsement of the rationale and objectives for the programme. May also be known as the Programme Board.

 

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